In this Recruiter Hangout, Bill Vick and James Chmielinski discuss the impact that technology will have on the future of recruiting and sourcing. Gone are the days of the huge all-in-one platform. The new generation of Millennials are independent entrepreneurs, who want choice. Watch now to learn what Bill and James think about the generation gaps, and how software and apps will change the profession.

Watch the video below and enjoy!

Published on Oct 13, 2016

Bill Vick has been at the top of his profession as a recruiting visionary and innovator for years. His initiatives have benefited countless individuals and organizations including clients, candidates, and colleagues over many years.

James Chmielinski is a second generation recruiting veteran, former baseball player, and founder of Veruca.io, the first ever recruiting innovations lab. His company is built from two generations of sales and recruiting experience resting on the backbone of post-millennial technology.

Baby boomers are leaders and a generation of risk takers. They were never afraid to put it all on the line for the greater good. The boomers didn’t grow up having actionable data to rely on like we do. Putting the puzzle piece together was more challenging but they did the best that they could with the insights that were available. It takes time to develop winning mechanics.

My generation (Generation Y, Echo-boomers) has turned into a generation of followers. We are a group that is politically correct and don’t want to stand out in the crowd. Think about Facebook. How many followers do you have on Facebook, Twitter, Instagram? Does it tickle your fancy when you get a new follower? We are selfless. We have a heart. We care but we lack the driving force in guiding the direction for our industry.

Now, Millennials, they are something special.

The Millenial Generation is the new and improved version of the boomers and they are destined to create greatness in the American business landscape. A generation of empowerment that is inspired to use mature tools and technology to make life easier, automate, and achieve greatness at half the cost and half the effort. Our entire business community needs to invest in this generation and provide them with specialized programs that help them decide what micro service architecture works best for life’s design. Get out of their way. They were raised differently and think differently. Let them decide how to put the puzzle piece together. They won’t fail you. Thanks to the inter-connectedness of data, technology, and people architecture – everything is changing….fast!

They say HR is dying but it doesn’t even matter. Nor does it matter what generation you previously identified with because everyone has access in the virtual generation.

Now, Millennials, they are something special.

In my opinion, they are the new boomers and they are destined to create greatness in the American business landscape. A generation of empowerment that is inspired to use mature tools and technology to make life easier, automate, and achieve greatness at half the cost and half the effort. Our entire business community needs to invest in this generation and provide them with specialized programs that help them decide what micro service architecture works best for life’s design. Get out of their way. They are better than you. They were raised differently. They think differently. Let them decide how to put the puzzle piece together. They won’t fail you.

Thanks to the inter-connectedness of data, technology, and people architecture – everything is changing….fast! They say HR is dying but it doesn’t even matter. Nor does it matter what generation you previously identified with because everyone has a golden ticket into the virtual generation.

I propose a new way to work. A better way. A specialized way.

The virtual generation is here and we see this in proven marketplace technology, mobile apps, and the empowered desire for professionals to decide what, where, and how they can add value to the community they work in.

My community is committed to empowering this new, virtual generation into a new way of thinking about talent acquisition.

The sourcing, recruiting, and HR community is growing up and we believe that SourcingTalent.Cloud is the catalyst to make this revolution a reality. Don’t take my word for it, empower yourself to examine and research our effort. Talk about it with your peers. We encourage you to do the following:

ABOUT THE AUTHOR:

James Chmielinski is a second generation recruiting veteran, former athlete, and founder of Veruca.io, the first ever recruiting innovations lab. His company is built from two generations of sales and recruiting experience resting on the backbone of post-millennial technology. An industry-leading, hub-spot for consulting, technology, and recruiting process design. Veruca.io aims to make life easier for professional sourcing and recruiting teams. Mr. Chmielinski’s inaugural software attracted 178 active users in 114 cities from 17 countries.

Do any recruiting professionals remember a time when a recurring problem was identified in their recruiting group and data was used to diagnose and solve the problem? Was actionable data ever used to improve the situation? Anyone? Bueller?

I asked myself this question and my answer was “no.” Recruiting teams are people-driven and most in recruiting departments make decisions with collective wisdom and interpersonal groupthink. In many cases, recruiting managers have a leadership title but don’t have enough authority so when a conflict arises, an executive calls the shots. Assumption-based decision making is popular and it isn’t all that surprising when you read this statistic:

“Even though software is hugely popular in business and has become less expensive for small to mid-size businesses, only 26% of employers use an applicant tracking system (manages candidate funnel workflow) to manage their hiring process.”

Wow! 74% of employers do not have an applicant tracking system. The applicant tracking system (ATS) is the basic system that accounts for tracking all candidate activity.

How do these employers make data-driven decisions?

If data isn’t collected, how can you analyze and improve on it? How can you track who your top performing partners are? How do you know who isn’t performing? How can you manage relationships with candidates, business partners, sources, and vendors? How can you retain anything without a system of record? How can you grow?

Thankfully, it’s not the only way to make data-driven decisions. There are other methods. Researching other peoples data (OPD) can be used to analyze a problem, solution, and outcome compared against your challenge. This is popular in white paper analysis. The practice is called benchmarking. Benchmarking isn’t as efficient as using your own data, but its effective. It can help you learn how other people overcame similar problems and apply those learnings to your situation. In my recruiting career, I’ve encountered recurring problems on the agency and corporate side of recruiting. I keep hearing about the same problems at convention, podcasts, and watering holes. Round and round we go with the same solutions being offered up. None of the proposed solutions are satisfying. This led me to do my own research on what the systemic issues are preventing faster and cheaper hiring. I want to build my own solution that everyone can use to understand where the problems are and fix them in a fun way.

During my research I discovered Cornell University’s CAHRS Center for Advanced Human Resource Studies Center.CAHRS is well known for HR studies impacting the recruiting industry and more. After clicking around the site..reading and clicking….reading….and clicking, I became determined to find an answer to this question:

What is the data-driven, winning dynamic between corporate and agency recruitment?

I don’t know the answer and I couldn’t find it through my career or in the research I’m doing. So, I decided to break down the question into five sub-questions, when added up, would give me my answer.

My Theory

I theorize that if we create a solution to the following five questions, we will have developed the winning dynamic:

What type of recruiting performance drives a competitive cost per hire (CPH)?

What type of recruiting performance drives a competitive time to fill (TTF) statistic?

What type of recruiting collaboration drives an increase in recruiter engagement?

What is the competitive cost-per-hire CPH that allows agency collaboration with corporate recruiting?

What is the competitive TTF that allows agency collaboration with corporate recruiting?

If I rewrote those questions into a formula, it would look something like this:

Research is surgical by nature. Always a deeper layer. The answers aren’t given but our conclusions help us shape the next step. I believe that we are working toward the next step in creating a winning software and program that will create an integrated, collaborative environment through the proper integration of people, process, and technology. But don’t take it from me, allow me to share the conclusion of an interesting article I studied:

Findings from Beyond Cost-per-Hire and Time to Fill: Supply Chain by John W. Boudreau and Peter M. Ramstad

Conclusion:The best (recruiting) measurement system creates measures that can have the greatest impact on decisions, and are not cost prohibitive. In fact, a significant advantage of the process-based measurement framework suggested here is precisely that it can help pinpoint where measurement improvements are likely to have the biggest effects. Nonetheless, for most organizations, it will be necessary to use measurements more fully and more carefully.

Linking performance to staffing processes can offer a big improvement over traditional systems that fail to consider quality at all, but it still falls far short of the potential fully-developed decision system. If we could create quality measures at earlier stages in the process, we could do much better at diagnosing and improving the system. The interesting paradox is that most of the measures we have described here already exist in most organizations, or can be constructed with available products. The key is to integrate the measures with the staffing process, rather than isolate measures and staffing activities. This integration provides a disciplined approach to measurement and analysis that can significantly enhance the professional quality and results of the staffing process. Without such integration, staffing will continue to be approached as a set of isolated activities, and staffing measures will continue to provide incomplete or even misleading direction.

Learn more about our proposed solution designed to make a dent against the recurring challenges in recruiting.

ABOUT THE AUTHOR:

James Chmielinski is a second generation recruiting veteran, former athlete, and founder of Veruca.io, the first ever recruiting innovations lab. His company is built from two generations of sales and recruiting experience resting on the backbone of post-millennial technology. An industry-leading, hub-spot for consulting, technology, and recruiting process design. Veruca.io aims to make life easier for professional sourcing and recruiting teams. Mr. Chmielinski’s inaugural software attracted 178 active users in 114 cities from 17 countries.

Winning Dynamics in Corporate and Agency Recruitment? July 29th, 2016admin